Transcript ba 322 ppt chapter 6

CHAPTER 6
Establishing Trust and
Building a Relationship
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CHAPTER 6
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Types of Trust in Relationships
• Deterrence-based trust
• Knowledge-based trust
• Identification-based trust
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
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Exhibit 6-1: Resources That May be Exchanged in a Relationship
Personspecific
Affection,
Love
Rank,
Status
Services
Data,
Information
Material
Goods
Finances,
Money
General
Abstract
Concrete
Source: Adapted from Foa, U., & Foa, E. (1975). Resource theory of social
exchange. Morristown, NJ: General Learning Press.
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
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Exhibit 6-2: Subjective Value Inventory
Think about your most recent negotiation. Rate your response to each of the following questions on
a scale of 1 to 7, with 1 = not at all; 4 = moderately; and 7 = perfectly true or characteristic.
1. How satisfied are you with your own outcome—i.e., the extent to which the terms of your
agreement (or lack of agreement) benefit you?
2. How satisfied are you with the balance between your own outcomes and the outcome(s) of
your counterpart(s)?
3. Did you feel like you forfeited or “lost” in this negotiation?
4. Do you think the terms of your agreement are consistent with the principles of legitimacy of
objective criteria (e.g., common standards of fairness, precedent, industry practice, legality, etc.)?
5. Did you “lose face” (i.e., damage your sense of pride) in the negotiation?
6. Did this negotiation make you feel more or less competent as a negotiator?
7. Did you behave according to your own principles and values?
8. Did this negotiation positively or negatively impact your self-image or your impression of
yourself?
9. Did you feel your counterpart(s) listened to your concerns?
10. Would you characterize the negotiation process as fair?
11. How satisfied are you with the ease (or difficulty) of reaching an agreement?
12. Did your counterpart(s) consider your wishes, opinions, or needs?
13. What kind of “overall” impression did your counterpart(s) make on you?
14. How satisfied are you with your relationship with your counterpart(s) as a result of this
negotiation?
15. Did the negotiation make you trust your counterpart(s)?
16. Did the negotiation build a good foundation for a future relationship with your counterpart(s)?
Note about scoring:
• Instrumental outcome (reverse score #3; average items 1–4)
• Feelings about oneself (reverse score #5; average items 5–8)
• Feelings about the process (average items 9–12)
• Feelings about the relationship (average items 13–16)
Source: Based on Curhan, J., Elfenbein, H., and Xu, H. (2006). What do people value when they negotiate? Mapping
the domain of subjective value in negotiation. Journal of Personality and Social Psychology, 91 (3), 493–512.
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
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Building Trust: Rational
and Deliberate Mechanisms
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Transform personal conflict into task conflict
Agree on a common goal or shared vision
Capitalize on network connections
Find a shared problem or shared enemy
Focus on the future
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
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Building Trust: Psychological Strategies
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Similarity-attraction effect
Mere exposure
Physical presence
Reciprocity
Schmoozing
Flattery
Mimicry and mirroring
Self-disclosure
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
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What Leads to Mistrust?
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Breaches or defections
Miscommunication
Dispositional attributions
Focusing on the “bad apple”
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
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Process for Repairing Broken Trust
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Arrange a personal meeting
Put the focus on the relationship
Apologize
Let them vent
Do not get defensive
Ask for clarifying information
Test your understanding
Formulate a plan
Think about ways to prevent a future problem
Do relationship check-up
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
6-9
Reputation
• Protecting your reputation
• Impressions of others
• Halo effect
• Forked-tail effect
• Repairing your reputation
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
6-10
Relationships in Negotiation
• Negotiating with friends
• Negotiating with businesspeople
• Embedded relationships
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
6-11
Exhibit 6-7: (Relational Self-Construals) RSC
Dynamics in Negotiation
Source: Gelfand, M., Major, V., Raver, J., Nishi, L. and O’Brien, K. (2006). Negotiating relationally: The dynamics of the relational self in
negotiations (Figure 2, p.440). Academy of Management Review, 31(2), 427-451.
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 6
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• Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
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